UNDERSTANDING THE AGILE APPROACH

Agile’s core concept can be illustrated by a metaphor that likens a dolphin to a submarine (refer to Figure 1). When considering projects, particularly those of a considerable scale, we can think of the submarine as always being submerged deep below the water’s surface, hidden from view.

Fig. 1: Submarine vs Dolphin

When working on a project, most of the time is spent underwater, which means that the first glimpse of the results occurs only at the end of the project. However, the results obtained may not meet the original expectations or requirements, leading to disappointment. This is because the completed deliverable is often the first time the project outcomes are seen, and many issues may be discovered at this late stage. The consequences are typically emergency meetings, stress, and an unhappy customer. At this point, the project is already finished, the budget is depleted, and resolving issues would be very costly and time-consuming. This approach is known as the “see you later” model.

An alternative approach is the dolphin model. Similar to a dolphin that also dives underwater, it surfaces quickly to breathe. This approach involves diving underwater and promptly emerging with the first results. This allows for testing and evaluating small results incrementally, providing early feedback on what works and what doesn’t. With this knowledge, the dolphin will dive underwater again and emerge a bit later, which is known as the “see you soon” model. By working in iterations or sprints like dolphins, issues are discovered earlier, and adjustments can be made efficiently. The focus is on working smarter, not harder, which is how Agile expedites processes and saves time.

With Agile, you can deliver your work earlier, with greater precision, and even provide additional value.

Agile is about short cycles and iterations

• The project is completed at the end, whereas in the Agile approach: the project is continuously finished.
• Feedback is obtained only at the end, whereas in the Agile approach: feedback is obtained from the beginning.
• No interim adjustments are made, whereas in the Agile approach: constant adjustments are made.
• It’s impossible to stop halfway, whereas the Agile approach: it’s always possible to stop.
• The project’s value is only realized when it’s completed, whereas in the Agile approach: the most valuable aspect comes first.
• Accumulated risks versus highlighted risks. In conclusion, working in long cycles versus working in short cycles.

The contrast between the two approaches is also evident in the following chart (refer to Figure 2).

Fig. 2: Comparison chart between the submarine and the dolphin approach.

In a constantly changing and dynamic world, it’s more intelligent to work in short, iterative cycles. Agile work can be compared to swimming like a dolphin, frequently surfacing to breathe, and making adjustments based on tangible results and new perspectives.

Agile fits complex work situations

Agile is not a panacea. It’s especially effective in scenarios where the work is unpredictable and cannot be pre-planned. Agile is best suited for situations with a high degree of uncertainty, where many changes and discoveries are expected. These situations are often referred to as complex.

When the work is less complex, an alternative to Agile is Lean. While it may become difficult at times, through repetition, the work can be mastered, and planning becomes feasible. To determine when Agile is appropriate and when it isn’t, refer to the Ralph Stacey model (refer to Figure 3).

Fig. 3: The Ralph Stacey model

• Simple Situation: In simple cases, we have a clear understanding of what’s required and how to achieve it. Examples of simple situations are baking cookies or learning to ride a bike. In such activities, there’s a direct correlation between what needs to be done and how to do it. By following specific steps, the desired outcomes can be attained. If you’re unsure how to handle these simple situations, finding a coach or instructor to teach you is usually sufficient.
• Complicated Situation: These situations arise when there is an increased level of uncertainty about what and how to achieve the desired outcome. Although there is some clarity about what is needed and how to achieve it, there is no guarantee of success. It is advisable to conduct a detailed analysis beforehand to determine the precise requirements. The more accurately these things are specified, the higher the chances of success. Examples of such situations include making a medical diagnosis or repairing a large machine. Though these tasks may seem challenging, a detailed analysis by trained individuals can lead to good results. In complicated environments, Lean optimization is perfect as it is possible to plan complicated work, but it requires experience and precise preparation.
• Complex Situations: Complex situations are characterized by a higher level of uncertainty regarding both what needs to be done and how to do it. In such situations, the outcome is typically different from what was expected, and there is usually more uncertainty than certainty before the work begins. Examples of complex situations include large projects involving multiple people and parts, such as the development of new IT systems or company mergers. While these situations cannot be planned in advance, they can be explained after the fact. Therefore, an Agile approach is appropriate for complex situations, and it may be helpful to have a coach to guide the process. In this approach, it is best to discover what is needed and how to achieve it in small, iterative steps through experimentation, discovery, and adjustments based on intermediate results.
• Chaotic Situation: These are situations with complete uncertainty about what and how to do things. For instance, a major accident or a war situation. Agile work may help, but chaotic situations often rely on luck. In such situations, the focus is on taking action, regardless of what it is. If you want to escape from chaos, you will strive to act in a coordinated way to swiftly move out of it. Thus, leaders play a vital role in such chaotic circumstances.

Conclusion

This article presents two distinct approaches that reveal whether your team or company is operating like a dolphin or a submarine. Once you understand the contrasts between these approaches, you may opt to pursue Agile and employ iterative cycles like a dolphin. However, it is essential to recognize that Agile cannot remedy every issue.

The question you need to ask yourself is whether the Agile approach is appropriate for your company or project, and the answer hinges on one key factor: is it a complicated or complex situation?

Non-repeatable and always varying situations are referred to as complex situations. Agile is well-suited for such situations that are non-repetitive and the answers are known only later. It is advantageous to utilize Agile in such situations, as it enables you to discover the path while performing the tasks.

If the situation is something that is complex and not repetitive, then Agile can be more helpful initially. In these situations, Agile can help you to discover a path when you are doing things for the first time. On the other hand, if the situation is something complicated and repetitive, then Lean can be more useful at first. Lean is helpful in optimizing and learning from the things you do most frequently, such as production processes in the manufacturing industry. Nonetheless, Lean and Agile share a common objective, which is to succeed and improve based on experience.

In contrast, modern society is rapidly evolving and giving rise to more complex situations, while simple and repetitive tasks are being automated, leading to an increase in complexity. Consequently, Agile is becoming more prevalent as it is well-suited for unpredictable and dynamic environments. If you are working in such an environment, the Agile approach can help you work more efficiently and deliver more value in your projects.

Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Start-ups are agile companies that exemplify youth, innovation, and rapid growth. Their dynamic work processes, flat hierarchies, and highly innovative business ideas provide them with the potential to succeed quickly.

During the early stages of a company, founders and their teams face various challenges, including developing the right market for their product portfolio, acquiring customers, and successfully marketing their offerings. Therefore, start-ups require structured product management to address these challenges.

Product life cycles in startups

Start-ups are typically in the market launch and product growth phases of the product lifecycle. When a product is launched, its awareness among customers is typically low, so the start-up must convince customers and raise awareness through comprehensive PR and marketing strategies, as well as sales measures. This is a crucial step because the product is often not profitable initially, with sales and production costs exceeding revenue.

After reaching the break-even point, which is where revenues and expenses are balanced, companies can enter the next phase of product growth. The goal in this phase is to increase sales, expand the customer base, better tailor the product to market needs, and introduce additional features.

At this stage, other competitors frequently enter the market and offer similar products. Consequently, it is crucial for companies to secure their market share and attain the best possible market position.

The product manager – the central interface in startups

To enable companies to operate confidently and successfully in every stage of the product lifecycle, there is a role for product managers. Product managers oversee the entire lifecycle of a product and serve as a liaison between the company, stakeholders, and customers.

The product manager has several responsibilities, including planning, controlling, and monitoring products, attending to user needs, monitoring the market, coordinating marketing and sales, and improving profitability, product quality, and customer satisfaction. As a result, they are a vital all-rounder who must maintain an overarching perspective and possess essential management, project management, communication, and coordination skills.

Special case tech startup: What software product managers need to know

Currently, many start-ups concentrate on introducing products or services in the technology sector and creating software products. As a result, having comprehensive product management adapted to the specific needs of the software sector is more crucial than ever.

Software product managers need specialized knowledge of the software industry’s demands, along with communication, coordination, and planning skills, as well as marketing and sales expertise.

Moreover, software product managers must be familiar with agile methods, which are vital in software development. They also need to understand how to manage quality and control software solutions effectively. Thus, there are several additional skills they must possess.

How to learn software product management?

International training courses and certifications are available to (prospective) product managers seeking to acquire software product management skills. The non-profit organization, ISPMA® (International Software Product Management Association), provides these resources.

In collaboration with industry experts, ISPMA® has developed a software product management curriculum that covers the unique demands of the software industry, as well as the functions and roles crucial to software product development and marketing.

Individuals interested in learning how to manage a software project throughout the entire product lifecycle can obtain fundamental skills in specialized training courses and then obtain certification as ISPMA® Certified Software Product Managers.

Conclusion: How startups benefit from Software Product Managers  

Product managers are crucial to the success and future of a start-up, and they play a central role. As such, it is particularly vital that they possess a comprehensive and well-established knowledge base.

Since several start-ups concentrate on digital products and software applications, it is crucial for product managers to enhance their expertise, particularly in the software industry. The ISPMA® certification, along with its corresponding training, assists product managers in enhancing these skills, particularly for the software industry.

The ISPMA® certification is beneficial not only for product managers but also for those involved in product development, introduction, and marketing. As startups typically have flat hierarchies and employees with a wide range of tasks, the certification can be helpful for CEOs, marketing managers, software developers, and others.

Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

“What can we do about Agile?”

Although this topic has been discussed for years, PMOs (project, program, and portfolio management offices) are still asking that question. The impression that Agile entails losing control is a major contributor to the ongoing real concerns.

However, we’ve also observed that some PMOs are purposefully excluded from Agile meetings since it is believed that they will discourage the new method of working by requesting more documentation or reports. When you think about it, it’s ironic that the PMO is perceived in this situation as being opposed to change when it’s the PMO that implements change.

Tips and Technique

We instruct the PMO to be present in Agile and recognize that everyone is simply trying to deliver projects; Agile just does it differently. Instead of hiding out. The important thing is to understand that Agile may be quite beneficial if you just buy into it. Of course, this calls for a mentality shift, so we advise the PMO to begin with these straightforward actions:

• Be present: Attend the retrospectives, Scrum meetings, and demos if they are being held. On one of those boards, you’ll get all the information you require.
• Try it: Instead of running away in terror, find out more. Instead of giving in to your innate resistance to change, try it out.
• Proactively change your perspective: Get out of your comfort zone and consider fresh options. Ask what you can do for the Agile teams to help the project go more smoothly rather than asking them for information. It’s more about “how can I help you?” than “give me this”.

Hybrid Approach

This does not mean that there should be an “either-or” choice. Organizations usually mean to work faster, more flexibly, and more adaptable when they say they need to be more agile.

To track some sort of value and delivery against expectations, they usually still need a certain amount of control at the start and finish of a project. Because the world is changing at an ever-increasing rate, it is the middle section of a project that needs to be focused on.

Because projects are rarely pure Agile or pure business, using a hybrid approach like PRINCE2 Agile® may prove to be the best course of action. It can only be a good thing that this professional certification recognizes and brings the two sides together for better integration.

Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Does everyone who uses agile project management understand what it means?

For some, it’s about providing content quickly. Others see it as a fusion of Agile and more conventional project management techniques that, with the correct emphasis, results in a faster pace. Same result, a different way of thinking

Agile delivery of digital products is a clear choice, but it’s not always optimal to adopt it solely in every project. Effectiveness can be improved by combining the best elements of several approaches.

For instance, in a company that employs PRINCE2®, project sponsors demand to know what, when, and whether the project will deliver results. Their level of trust in a project may be impacted if Agile is used alone since it does not give the information they expect.

However, exposure to Agile methodologies expands project managers’ skill sets by teaching them to think differently, communicate more usually, and interact with stakeholders more extensively while still keeping sponsor confidence. It is challenging, but it’s also a great method to learn.

Managing blended projects

When managing projects using a combination of traditional and Agile approaches, project managers need to be aware of many things:

1. Governance

This specifically relates to the project’s benefits and building sponsor confidence in their realization.

The variety of roles and duties, such as scrum masters, product owners, and project managers all making independent decisions that may affect other decisions being made, however, raises the possibility of conflict.

Agile practitioners, whose attention is on the product and the advancement of benefits, believe that sponsors sometimes request “too much information,” even though the sponsor does need to know this. To create enough data for the sponsor to present to the board and executives, the project manager should work with the Agile team(s).

To do this, practitioners from other disciplines must put aside any preconceptions, acknowledge one another’s abilities, and work together. The people and knowing what is appropriate for the project or change endeavor matter just as much, if not more.

2. Increased stakeholder communication in a mixed method environment

Project management involves close collaboration, albeit to a lesser level than agile working. When stakeholders ask Agile teams about the final product, such as “when will I get it? “, they may, nevertheless, obtain less information than they anticipated. “, and “What will I do with it? ”.

Project managers run the danger of alienating stakeholders if they don’t control stakeholder expectations and keep them in line with the modifications being proposed.

3. Developing an approach and skills for successful agile project management

Companies want the employees working on their projects or initiatives to be adaptable to various approaches, but in the real world, there is still some work to be done.

Organizations picking one strategy totally over another typically learn it doesn’t work. Instead, consider combining the best elements of Agile and conventional project management methodologies with a healthy dose of communication and collaboration as the way forward.

Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com